High performance in organizations is not a result of wishful thinking. It is the outcome of strategic investment in laying the foundation. The real work lies in the persistent, repetitive effort of building a foundational culture that can sustain and regulate itself.
Case in point: I worked with a very focused regional retail chain that had been bought and sold several times and ultimately was absorbed into an amoeba-like larger national chain of stores. The smaller regional retailer had a long list of successful and desirable attributes. They were focused on their customers and their mission, invested time and money into developmental experiences for their management people, moved their emerging leaders between many disciplines to gain experience, and had an extraordinarily conservative, respectful, people-first culture. This didn’t happen because of a single leader. The evolution emanated from the courageous and consistent beliefs and baton passing of 6 CEOs.
Even after 75 years of remarkable success, the company was dismantled, its parts sold to competitors, and it ceased to exist as an organization. However, the soul of this organization, its culture, lives on.
I was honored to be invited to an alumni event for this proud company several years after it ceased functioning. The event was attended by 270 management people ranging from Store Managers to Senior Executives who paid their way to attend. Five CEOs spoke and told their stories to a tear-filled audience of former colleagues who genuinely believed in their mission and their collective competence.
Here’s the key takeaway: Your company’s culture is not something you can force or wish into existence. It’s the result of the collective investment of your team in mutual success. Your role as a leader is to foster the right environment and then diligently nurture success through courageous, repetitive, and consistent behavior.
I witnessed this process firsthand, leaving an indelible mark on me. This crucial lesson will stay with me forever.
Coach Dave
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